Exploring potential factors leading to effective training

Abstract

PurposeA previous study found that the quality of education in Cambodia is poor compared to other developing countries. However, the working performance of commercial banks in Cambodia is high. It was speculated that effective training was the main factor underlying this contradiction. Therefore, the main purpose of this article is to explore the elements of training conducted by commercial banks in Cambodia and to examine their relationship with training effectiveness.Design/methodology/approachThe research focuses on six factors: training needs assessment; training program; flexibility of training; self‐efficacy; social support; and transfer of knowledge. The data came in the form of questionnaires and desk research. A descriptive analytical approach is then used to describe these six factors.FindingsThe banking industry in Cambodia offers very effective training to its employees. It is also worth noting that more than 80 percent of employees are satisfied with the training, despite few attempts on the part of management to elicit opinions from employees on what training methods should be employed.Research limitations/implicationsAs research studies involving Cambodia are relatively rare, it was difficult for to gather primary data. Because of this limitation and the purpose of this study, descriptive data interpretation was employed.Practical implicationsEven though training can make up for poor education, it is only a short‐term solution. In the long term, education needs to be enhanced to increase working performance.Originality/valueThis research provides a good framework for commercial banks in other developing countries to compare. A cross‐cultural study is also proposed for future research.